Submitted by Ted N on
in
Forums
I'm somewhat new to management.
The organization has made it clear to all managers that they feel it is very important that O3 meetings are regularly conducted with all direct reports. So, clearly at some level, they definately buy-in to the approach suggested here.
However, I do not have regular O3 with my manager, and it seems from talking to some other managers, neither do they. It is not a huge organization, and we have a relatively flat management structure. Basically, the pattern seems to be: if you have no directs, then your manager conducts O3's with you. If you have direct reports, that does not happen.
They take pains to mention the importance of O3's, if one cannot happen for any reason, re-schedule ASAP, etc etc. We must "make time" for them, even during busy periods.
So, it is a very odd message being sent; my direct reports are important enough that I must make time for O3's for them, yet apparently me and my peers are not important enough that time is made for us.
Perhaps, as a newbie, I am simply mis-understanding the intent of the O3. Is it only geared for front-line "worker bees", and as you rise up the org chart, the relevance of that sort of meeting diminishes ?
Any insight would be appreciated.
Every level
O3's are for every level, ideally.
Your actual mileage may vary...
At my company, they're widespread at all levels, but the format varies wildly. And they're by no means required of any manager (although it seems the successful ones do them!)
You can't change your bosses. Do them with your team. Listen to the cast on boss O3's. Get promoted, and do them with the managers who report to you.
Good luck!
John Hack